ONES CTO 馮斌 | 大型團隊敏捷項目管理實踐與思考

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在軟件研發過程中，大型研發團隊通常會遇到項目管理混亂、無序或者難以控制等諸多問題，這些問題背後都反映了大型研發團隊在項目管理中面臨的普遍挑戰，包括項目延期、團隊存在職能牆、無法識別項目風險、團隊目標不統一等問題。ONES 聯合創始人兼 CTO 馮斌先生在「QCon 全球軟件開發者大會」上分享了「大型團隊敏捷項目管理的實踐與思考」，探討軟件研發項目管理中的挑戰。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/70/7024efd2372b6e18248da11177c14db1.jpeg","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"1、項目延期，無法按時交付","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"根據 Gartner 報告指出，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"隨着項目的擴大，研發進度問題是研發團隊面臨的最主要問題","attrs":{}},{"type":"text","text":"。而大多數團隊管理者在面對「爲何延期」、「如何避免延期」的問題上，總是焦頭爛額。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/04/04d113fdc79a0b91e9541974266d4555.jpeg","alt":null,"title":"來源：Gartner《Why Projects Fail》","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"2、團隊存在職能牆，整體業務價值被忽略","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"「職能牆」是指企業按照職能劃分部門，由於組織架構、組織方式的問題，最終導致","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"各個職能部門只會關注到局部的目標，而忽略了整體的業務價值。","attrs":{}},{"type":"text","text":"「職能牆」引發的另一個問題是，制定 KPI 的維度單一，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"容易造成責任推諉。","attrs":{}},{"type":"text","text":"尤其是在整體研發過程中，系統與系統之間存在非常多中間的灰度地帶，大家都不想做中間這一塊，最終影響了整體業務。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"3、無法識別項目風險","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"項目管理中必須要考慮風險問題，那麼，風險在哪裏，如何進行有效的跟蹤呢？一個典型的問題是，很多團隊意識到了風險，卻","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"沒有將風險記錄下來，導致風險只停留在線下，","attrs":{}},{"type":"text","text":"沒有傳播到團隊各個成員和領導層中，更沒有人對風險進行把控。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"4、團隊目標不統一","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"管理者與團隊的目標不一致、團隊不清楚整體目標、團隊間目標未對齊、團隊成員不認可目標","attrs":{}},{"type":"text","text":"等，均反映了研發管理過程中的團隊溝通問題。沒有高效的團隊協作環境，容易形成信息孤島，影響團隊士氣，導致項目延期和項目質量等問題。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"5、難以度量效率與績效","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何保障團隊持續過程改進，也是管理者需要關注的問題，其前提是團隊需要有可量化的效能指標。傳統的研發數據統計大多是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"通過人工或半人工的手段完成，不僅費時費力，還可能產生數據精準度問題。","attrs":{}},{"type":"text","text":"另外，選用的","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"數據指標是否客觀、有說服力，不同團隊間的數據分散在不同的系統中難以打通，","attrs":{}},{"type":"text","text":"這些都是導致團隊效能難以度量的重要原因。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"面對上述挑戰，ONES CTO 馮斌也和大家分享了管理對策。","attrs":{}}]},{"type":"heading","attrs":{"align":null,"level":1},"content":[{"type":"text","text":"ONES 的研發管理實踐對策","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"從「人」和「事」兩方面入手：","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"人，即「組織架構」與「團隊文化」","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"事，即「執行過程」","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"1、組織架構向「業務型」過渡","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"組織架構上，通過建立虛擬項目組、矩陣式結構、全功能小組等方式，將團隊","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"從「職能型」向「業務型」過渡。","attrs":{}},{"type":"text","text":"這樣做的好處是部門間的「職能牆」被打破，團隊實現更緊密的協作配合。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"2、全功能小組如何打破職能牆","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"「全功能小組」是敏捷中的概念，它是指在完成一個業務目標時，負責該業務模塊的小組包含了能完成這個模塊功能相關的所有職能同事。在「全功能小組」中，我們","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"強調個人工作推進團隊目標完成，團隊整體目標由一個共同的業務目標來驅動，","attrs":{}},{"type":"text","text":"避免各自爲戰。另外，在團隊績效考覈上，也要","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"先考覈團隊，再考覈個人，","attrs":{}},{"type":"text","text":"從而引導每個人工作的時候更多考慮業務目標。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"3、建立「使命」、「願景」、「價值觀」","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"團隊使命、願景和價值觀是搭建團隊文化的重要因素，它能夠幫助我們","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"確定團隊方向，理解團隊工作，","attrs":{}},{"type":"text","text":"極大地、非常低成本地推進團隊工作。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/bc/bc8b9824797e9ff70ed036b46f28b08a.jpeg","alt":null,"title":"羅伯特·迪爾茨邏輯層次模型","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在團隊文化落地過程中，很關鍵的第一點是","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"一視同仁","attrs":{}},{"type":"text","text":"。一旦團隊價值觀確定，團隊的管理者、一線的執行同事都應該執行和接受，並將其時刻反饋在工作決策和工作流程當中。此外，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"將團隊的經歷沉澱爲「團隊故事」有利於團隊文化的傳播，","attrs":{}},{"type":"text","text":"激勵團隊成員。最後，管理者在團隊建設上要","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"招聘擁有相同價值觀、認可團隊文化的人，","attrs":{}},{"type":"text","text":"帶領團隊聚焦目標，在與團隊的反覆溝通協作中保證目標對齊，敏捷執行。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"4、在 PDCA 循環中應對挑戰","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"Plan-Do-Check-Adjust，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"先規劃、再執行，分析執行情況，最後通過調整保證下一次做到更好。","attrs":{}},{"type":"text","text":"如此循環，直到問題圓滿解決，這就是PDCA。","attrs":{}}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/88/889eba8227f4e23246d9b74abc0ae2a7.jpeg","alt":null,"title":"PDCA 循環","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"規劃階段，","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"團隊戰略⽬標到執⾏層層關聯並對⻬，公開透明，並通過充分的溝通保證成員理解目標。","attrs":{}},{"type":"text","text":"在怎麼做上，總是以優先級排序所有工作，保證團隊目標聚焦。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"執行階段，需要","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"建⽴標準⼯作⽅法與流程，利⽤軟件⼯具數字化、自動化⼯作流程，","attrs":{}},{"type":"text","text":"提升效率。同時，每日檢查項目進展情況，提前發現和應對風險，保證項目按時、高質量交付。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"分析階段，通過⼯作數據的結構化存儲，聚合量化。利用數據","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"進行團隊考覈時，應選取業務結果數據，","attrs":{}},{"type":"text","text":"如按時交付率、缺陷密度。而在做","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"業務優化時，則選擇過程數據，","attrs":{}},{"type":"text","text":"如技術評審通過率、故事點完成速率。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後是要做調整。","attrs":{}},{"type":"text","marks":[{"type":"strong","attrs":{}}],"text":"調整應穿插在每一步上，依據數據做足夠多的假設，小步快跑，快速驗證。","attrs":{}},{"type":"text","text":"這也是敏捷中推行的「迭代」，幫助團隊更好地看到效果，提高項目風險營地能力。","attrs":{}}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}}]}